Revolutionizing Change Management Strategies in Marketing

Marketing teams frequently implement changes, but significant shifts—such as optimizing the tech stack, accelerating time to market, or enhancing campaign performance—require a deliberate approach to communication and implementation.

During a talk at the Fall MarTech Conference, Melissa Reeve introduced the “middle-out” approach, which serves as a framework for effecting meaningful change in marketing.

As human beings, we sometimes make choices without fully grasping their potential effects. Reeve points out that many marketing teams launch new technologies without a clear change management strategy, leading to poor adoption and low usage.

In smaller companies, change management efforts may be informal or entirely absent. Effective change management involves planning the rollout, communicating effectively, and identifying impacted stakeholders. It may also require the acquisition of new skills.

An Overview of Change Management Frameworks

A key aspect of change management includes addressing those who oppose the change.

Most change management frameworks outline steps that organizations can follow to facilitate effective change management.

One of the most renowned frameworks is John Kotter’s Leading Change from Harvard, which presents eight steps to help organizations launch initiatives, build on early successes, and create momentum for change.

The ADKAR framework centers on making individuals aware of the necessity for change, clarifying what changes are happening, and explaining their personal impact.

Originating in the 1970s, the McKinsey 7S framework helps organizations analyze various affected areas and strive for alignment, especially beneficial when scaling up from a small to a larger workforce.

Kurt Lewin’s straightforward three-step model involves unfreezing the current situation, implementing and communicating necessary changes, and then refreezing to establish the new way as standard practice.

However, according to the Harvard Business Review, a mere 12% of change initiatives meet or exceed their goals. Similarly, McKinsey reports that only one in eight initiatives results in lasting change.

In the video below, Reeve discusses the ramifications of unsuccessful change initiatives for marketing teams:

Reeve encourages you to reflect on the following questions:

• How is change approached within your organization?
• Do you implement change management frameworks?
• Is change rolled out systematically with a holistic view?
• Or do you depend on chance and good intentions for successful communication and implementation of change?

Further reading: 3 strategies for adapting to evolving digital privacy concerns

A Fresh Perspective on Change Management

The frameworks we’ve explored, including ADKAR and CADR, are often categorized as “top-down” or “bottom-up.” According to Reeve, top-down initiatives may oversimplify the process, failing to address the nuanced challenges faced by those executing the work.

On the other hand, bottom-up initiatives sometimes overlook the connection between change and overall business outcomes. Major organizational changes take insights and experiences from the middle levels of management to be effective.

Reeve asserts that the most effective transformations leverage the collective wisdom of middle managers and their teams. These individuals understand organizational goals and have enough operational knowledge to pinpoint essential areas for improvement while not being constrained by traditional practices.

Four Essential Elements of a Middle-Out Change Strategy

Support from Executives

Backing from senior leaders is paramount for the success of a middle-out approach. Their involvement highlights the change’s importance and offers crucial visibility. Without executive support, middle managers may find themselves lacking the authority and resources to drive meaningful change, as stated by Reeve.

Choosing the Right People

A next crucial step involves what Reeve deems selection—identifying those proven performers who show commitment to the initiative.

“These individuals are motivated,” she notes. “They possess the essential characteristics to connect strategy with execution. Their previous successes demonstrate their capacity to thrive in uncertain situations, showcasing creativity and excellent communication and collaboration skills—all crucial for effective change implementation.”

Encouraging Innovative Thinking

The third aspect is termed stretch.

“This means motivating team members to propose bold ideas that can transform the organization’s operations towards achieving greater success,” Reeve explains. “Leaders need to validate and consider the concerns raised by middle managers, as these might reveal valuable insights into possible challenges.”

Providing Adequate Support

The fourth element of this strategy emphasizes support. “Middle managers are vital for implementing change and must receive adequate resources and authority to act,” she stresses. “To succeed, they require financial, human, and technological resources.”

Organizations should clarify the vision and objectives behind changes and offer necessary training and opportunities for professional growth.

Illustrating Middle-Out Change Management

T-Mobile aimed to simplify its website, shifting from a complicated design to one centered on customer needs. Leadership initiated a dedicated, cross-functional team to enhance the user experience. Reeve notes that the leadership provided a clear, straightforward mandate: “Do what’s necessary for exceptional outcomes.”

“The team stayed focused and empowered, free from constraints. They distilled their ambitious vision into three clear objectives: enabling seamless discovery, sales, and service,” she explains.

The objective was to make the website intuitive and straightforward while re-imagining T-Mobile’s identity as the “uncarrier.”

User satisfaction soared from 10% to 50%, ease of use surged from 22% to 57%, and shopping experience ratings improved by 50%.

Five Strategies for Enhancing Change Management Results

After discussing the limitations of top-down and bottom-up methods, Reeve outlined five practices that can bolster change initiatives in your organization.

Research from Harvard indicates a direct link between the number of these practices implemented and the overall success rates.

1. Commit Financially to Change. Harvard’s research reveals that nearly every unsuccessful change initiative suffered from inadequate funding or was financed through budget cuts. This approach is unsustainable.

2. View Change as an Ongoing Process. Treat it like adopting healthy habits; consistency is key to reaping benefits.

3. Foster Shared Responsibility. Everyone should share accountability for changes; it should not fall solely on one individual.

4. Regulate the Volume of Change. The Harvard study shows that attempting to change more than two primary routines simultaneously significantly increases the likelihood of failure.

5. Encourage Ambitious Goals. Use these lofty ambitions to unite and motivate the team while effectively managing dissenters.

Explore further: 4 pitfalls in unsuccessful agile marketing transformations (and how to navigate them)